Annual Report 2006-2007 - Cafcass

or expedient for the purposes of, or in connection with, the
exercise of its functions. In particular this includes holding
land and other property, entering into contracts, investing
and accepting gifts.
5. Principal activities
Cafcass provides a private law service in relation to private
law Children Act 1989 cases (ie applications for parental
responsibility, residence, contact etc) when these matters
are in dispute between the child’s parents.
10. Cafcass Board members’ responsibilities
Cafcass Board members have corporate responsibilities
relating to the governance of Cafcass as a nondepartmental
public body as set out in the Framework
Document and, therefore, for ensuring that Cafcass
complies with any statutory or administrative
requirements for the use of public funds.
Other important responsibilities of Cafcass Board
members include:
Cafcass provides a public law service, representing
children in relation to public law Children Act 1989
applications for local authority care or supervision orders
and other care related proceedings.
6. Results for the year
The Income and Expenditure Account shows net
expenditure for the year amounting to £107.872m (restated
2005–06: £98.613m). Note 10 provides a reconciliation of
the net expenditure and Cafcass’ performance against
budget for the year.
• ensuring that high standards of corporate governance,
including risk management, financial, operational and
compliance controls are observed at all times;
• establishing the overall strategic direction of Cafcass
within the policy and resources framework agreed with
DfES; and
• ensuring that Cafcass operates within the limits of its
statutory authority and any delegated authority agreed
with DfES and in accordance with any other conditions
relating to the use of public funds.
7. Fixed assets
In line with Treasury requirements, all fixed assets are
included in the Balance Sheet at depreciated current
replacement cost. The most significant addition to fixed
assets during the year was IT equipment costing £1.923m.
8. Future developments
The 2007–2010 Strategic Business Plan, approved by the
Secretary of State for Education and Skills, identifies a
number of objectives and priority areas, within three broad
themes for action over the three years. This is a longterm
plan and many of the activities will be progressed
incrementally over the three years.
Members of Cafcass (including the Chair) must adhere
to Cafcass’ Code of Practice and Rules of Conduct for
Members of Cafcass.
11. Equality of opportunity
Cafcass is fully committed to providing equal opportunity
for all staff. Cafcass follows civil service guidelines
providing that all eligible people must have equality of
opportunity for employment and advancement on the basis
of their suitability for the work. There is no discrimination
on the basis of age, disability, gender, marital status,
sexual orientation, race, colour, nationality, ethnic or
national origin or religion.
New key performance indicators for 2007–08, to support
the delivery of this plan, have also been agreed with the
DfES. Section 1 of the Annual Report provides a full report
on 2006–07 key performance indicators and performance
against the 2005–07 Business Plan.
9. Cafcass Board members
The Chair and members of the Board are appointed under
Chapter 43, schedule 2, paragraphs 1–4 of the Act and
the rules governing this are covered in The Children and
Family Court Advisory and Support Service (Membership,
Committee and Procedure) Regulations 2000 (Section
4(B)) and The Children and Family Court Advisory and
Support Service (Membership, Committee and Procedure)
(Amendment) Regulations 2001. Further Amendment
Regulations came into effect on 1st April 2005.
Our aim is that Cafcass should reflect a diverse, modern
society at all levels to both bring in and bring on talent.
12. Employee involvement
Cafcass and the trade unions have been working within the
revised Partnership Agreement, which extended the remit
of the group to include all staff below Director or National
Head of Service level. The joint committee now meets six
times a year and has taken forward consultations and
negotiations related to policy and service management.
The National Partnership Committee continues to
be supported by regional committees, ensuring the
involvement of a significant number of staff.
It is a sign of a mature relationship with our National
Partnership Committee that we were able to reach
agreement on a pay settlement for staff in a challenging
budget year, and we are now working together on a
Strategic Review of Pay and Reward.
48 | Cafcass Annual Report and Accounts 2006–07